Market Position Analysis Module 2 Assignment

Market Position Analysis 2 module 2 assignment

Describe the target customer for the product/service in terms of relevant characteristics that impact the marketing strategy, including location (how it is reached) and buying habits. The company Disneyland Paris provides entertainment, relaxation joints and dining places for its customers. Its target customers are from all over the world and of all age groups but due to the high price of the tickets as per their standards, the firm has used the niche strategy of segmentation whereby only individuals of a certain class can have access to certain services; those of high social status.

Those of middle level incomes can also access some of these services as the pricing strategy used allows for this; revenue centered pricing strategy. This strategy has also been used whereby the charges for customers of French origin are much lower compared to those of other customers such as British customers. The use of several languages in booking the tickets to access the services of the firm is also a way of attracting a wide range of clientele from different regions of the world (ClaveÌ, 2006). Additionally, the location of the firm is one that portrays the perception of a high society range of clientele; Paris is known to be a prestigious city especially for it fashion and high celebrity composition and this makes it expensive, therefore, the targeted customers for Disneyland Paris are mostly high people in all societies of the world although the average person can also access some services and products.

In terms of the buying habits, the firm can be said to be targeting customers of French origin more as the prices charged to them seem to be considerably lower. This can also be a strategy to attract more customers of French origin to use their services through the high discounts as the firm is in their country; France (Aaker & McLoughlin, 2010).

There are several customer segments in Disneyland Paris and these vary according to the levels of income, age group and social status. There are those who visit the theme parks and expect to get a lot of amusement and entertainment through visiting popular thematic parks such as the Santa Claus Land; this is for all age groups and the all level of income earners (Doole & Lowe, 2005). Those who visit retail centers expect to get the commodities that they are looking for and at fair prices; this is mostly for the high society as they are quite expensive; those who visit dining places expect high quality and delicious dishes and cuisines; those who visit hotels expect quality services and finally, those who visit the entertainment center expect a lot of interesting and entertaining features or films.

The main reason why these customers buy the products or services of Disneyland Paris is to get original entertainment at the most popular city and to have a taste of entertainment at the source. That is why these customers pay such high prices to get these services and products (Aaker & McLoughlin, 2010).

The firm’s offerings satisfy customer wants and needs by providing firsthand entertainment experiences, high-quality dining options, and a touch of Parisian glamour through its retail stores. Visitors seeking entertainment enjoy access to iconic attractions like Sleeping Beauty Castle and themed areas like Santa Claus Land. Customers dining at Disneyland Paris are fulfilled through a variety of cuisines and attentive service, aligning with their desire for quality. Retail offerings satisfy the need for souvenir and merchandise shopping, allowing customers to carry a piece of their experience home (Doole & Lowe, 2005). The overall ambiance and entertainment offerings meet the desire for fun, relaxation, and cultural connection.

However, some wants and needs are less well-met, particularly regarding accessibility and pricing fairness. Although the park attempts to cater to a broad audience, high ticket prices can exclude middle- and lower-income customers, limiting access to some attractions. Language barriers or differing cultural expectations may also hinder some international visitors from fully enjoying their experience. Additionally, some guests may seek more personalized or customizable experiences, which are less emphasized in the current offerings.

In relation to competitors, Disneyland Paris maintains a high market position largely due to its brand strength, diversified attractions, and comprehensive service quality. Main competitors include Time Warner Inc., AOL Inc., CBS Corporation, and DreamWorks. Compared to these, Disneyland’s differentiation lies in its immersive themed environments, iconic characters, and consistent delivery of family-friendly entertainment. It also benefits from a strong global brand and strategic location in Paris, which emphasizes its prestige and appeal (Munos, 2003).

Unlike media or content-focused competitors, Disneyland offers tangible experiences that combine entertainment, hospitality, and retail, making its differentiation multifaceted. Features like the Cinderella Castle and themed rides are unique, and brand image is reinforced through advertising, storytelling, and reputation. The quality of services—hotels, customer service, multilingual staff—also distinguishes Disneyland Paris. Such differentiation is crucial, as it directly appeals to customers’ desire for immersive, memorable experiences and justifies premium pricing (Aaker & McLoughlin, 2010).

The primary source of competitive advantage is Disneyland Paris’s iconic brand image, reinforced by its extensive themed attractions, high-quality service delivery, and global recognition. This advantage is sustainable through continuous investment in attractions, maintaining high service standards, and consistent branding efforts. By innovating within its core theme parks and enhancing guest experiences, Disneyland can retain its market leadership position, despite competition from other entertainment providers or new market entrants (Duron, 2009).

Long-term sustainability of this advantage depends on strategic brand management, ongoing innovation, and adapting to changing customer preferences. The company must invest in new attractions, technology, and personalized services regularly to remain relevant. Exploring digital engagement and moderation of ticket prices could broaden accessibility, supporting long-term customer loyalty. Developing new themed areas or integrating new entertainment formats ensures the uniqueness of Disneyland Paris remains compelling and competitive in the global theme park industry (Doole & Lowe, 2005).

The “five P’s” of marketing—product, price, place, promotion, people—are integral to Disneyland Paris’s market position. The product strategy encompasses diverse entertainment offerings, dining, hotel accommodation, and retail merchandise tailored to varied customer segments. Pricing strategies include premium pricing aligned with high-quality offerings and discounts targeted at local customers to promote loyalty and accessibility. The strategic location in Paris enhances availability and accessibility, serving as a central hub for international visitors.

Promotion strategies utilize extensive advertising campaigns, both online and offline, employing multimedia and digital platforms to reach diverse customer bases. The ‘people’ element emphasizes well-trained staff, multilingual capabilities, and excellent customer service, which reinforce the park’s reputation for quality. This comprehensive application of the five P’s ensures Disneyland Paris maintains a competitive edge and aligns with customer expectations, delivering a cohesive, memorable experience that sustains its market leadership in the entertainment industry (Duron, 2009).

Paper For Above instruction

Disneyland Paris’s strategic market positioning hinges on a nuanced understanding of its target customers, competitive landscape, and internal capabilities. Its primary target market is high-income, socially status-conscious individuals from around the world, attracted by Paris’s global prestige and the park’s iconic attractions. The company employs segmentation and differential pricing to appeal to various income levels, ensuring broader access without diluting its premium brand image. Multilingual services and strategic location reinforce its global accessibility, while cultural cues align with Paris’s reputation for luxury and fashion.

Customer segmentation at Disneyland Paris is multifaceted, including families seeking entertainment for all ages, high-income shoppers, gastronomes seeking quality dining, and international tourists craving authentic Parisian experiences. These segments buy into the brand for its promise of original entertainment, immersive themed attractions, and the opportunity to experience a piece of Parisian elegance. The park’s offerings satisfy most customer needs through high-quality rides, entertainment, dining, shopping, and accommodation, fostering memorable experiences that justify premium pricing.

Nevertheless, some gaps in meeting customer needs exist. Ticket prices remain a barrier for middle and lower-income visitors, while cultural and language barriers can hinder full engagement for international guests. Personalization and customization options are limited, which could be expanded to improve satisfaction. Furthermore, infrastructure and accessibility improvements could help broaden the park’s appeal among diverse socioeconomic groups.

Comparatively, Disneyland Paris’s position in the market benefits significantly from its brand reputation, immersive attractions, and diversified services. Its competitors—media giants like Time Warner, AOL, CBS, and DreamWorks—operate primarily in content and media, whereas Disneyland offers tangible, experiential entertainment. Its themed environments, character icons, and commitment to quality differentiate it from competitors, allowing it to command premium pricing and foster emotional connections with visitors. These features are critical because they fulfill consumers’ desires for unique, memorable experiences that transcend basic entertainment.

The core competitive advantage of Disneyland Paris lies in its iconic brand and the immersive quality of its themed attractions. This advantage is sustainable through continual innovation, investment in new attractions, and maintaining high service quality standards. The park’s brand equity is reinforced by consistent storytelling, character development, and high standards of customer service. Strategic brand management, technological enhancements, and expanding personalization services will support the long-term sustainability of this advantage, ensuring Disneyland remains a leading player in the global theme park industry (Munos, 2003).

Applying the five P’s of marketing—product, price, place, promotion, and people—provides a framework for maintaining competitive positioning. The product portfolio at Disneyland includes theme parks, hotels, dining options, and retail merchandise, catering to diverse customer preferences and income levels. Price strategies balance premium offerings with local discounts to promote accessibility and loyalty. The park’s strategic location in Paris offers convenience and accessibility for international visitors. Promotional efforts leverage digital and traditional media to enhance visibility and engagement, while the quality of staff and customer service underscores the brand’s reputation for excellence. Integration of these marketing components fosters a cohesive customer experience that sustains Disneyland Paris’s market leadership (Duron, 2009).

In conclusion, Disneyland Paris exemplifies effective strategic positioning through its strong brand, diversified offerings, and targeted marketing approaches. Its ability to adapt, innovate, and prioritize customer experience will determine its long-term success amid evolving industry dynamics and competitive pressures. Ensuring accessibility, continuous entertainment innovation, and personalized guest experiences will be key to sustaining its competitive advantage and market leadership in Europe's premier entertainment destination.

References

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